Shortly before the opening of Nasdaq trading on Friday, Elon Musk stepped in front of a cheerful crowd at SpaceX’s company town in Texas. His rocket maker was about to hit the public market at a valuation of around $2 trillion, instantly becoming the sixth most-valuable U.S. company.

Musk, weeks shy of his 55th birthday, told staffers that, in the early days of the company, he gave it “less than 10% chance of succeeding.”

“If people had told me this was going to happen, I was like, man, you must be smoking some really good crack,” said Musk, who founded SpaceX in 2002 and has grown it to 22,000 full-time employees. “Because I think this company is going to fail.”

Musk is now the world’s first trillionaire after his company pulled off the largest IPO on record, raising $75 billion, an amount roughly triple size of the next-biggest U.S. offering, which was Alibaba’s in 2014. There are 10 U.S. companies worth at least $1 trillion. Musk runs two of them.

Whatever uncertainty Musk professed to have felt when SpaceX was getting off the ground, he showed none of that in the days leading up to the IPO. In an abbreviated roadshow, SpaceX priced its IPO at $135 and told investors to take it or leave it. There was no price range used to gauge demand and no haggling with prospective shareholders.

That’s despite SpaceX having a fraction the revenue of any of tech’s megacaps and racking up a $4.9 billion loss last year, with total losses since its founding of over $41 billion. After the stock’s close on Friday, SpaceX was worth $2.1 trillion, giving it a multiple of 112 times last year’s revenue.

“This was not a deal that was priced based on market forces,” said Lloyd Greif, an investment banker with Greif & Co. in Los Angeles. “This was a deal based on what one man wanted. And when one man wants it, one man gets it, if that one man is Elon Musk.”

Meanwhile, all of those mentions of trillions and the trillionaire added fuel to the discourse surrounding wealth disparity as consumers deal with crippling inflation due largely to the war in Iran. Sen. Bernie Sanders of Vermont, a self-proclaimed Democratic Socialist, wrote on social media that Musk’s new status is a “call to action to take on the unprecedented income and wealth inequality that now exists.” And California Democratic Governor Gavin Newsom wrote on X, which is owned by SpaceX, that, “Americans are struggling to pay for groceries and gas while Elon Musk becomes a TRILLIONAIRE.”

Beyond the money, there are the AI concerns. Safe AI Now, a group of tech and faith leaders, erected an inflatable effigy of a shirtless Musk in Times Square seeking to draw attention to the company’s poor AI safety track record.

None of that dampened the mood on Wall Street, which has been desperate to see new offerings after a historically slow period of IPOs dating back to late 2021. In closing the day up 19% and consistently holding well above the offer price, SpaceX’s IPO lifted confidence in potential deals later this year from artificial intelligence model giants OpenAI and Anthropic, which are each valued at close to $1 trillion on the private market.

Former Nasdaq CEO Robert Greifeld said he “would definitely bet” that OpenAI and Anthropic will go public in 2026. Both companies announced this month that they confidentially filed IPO paperwork.

One big similarity between the two companies is that they’re founder controlled. But even there, SpaceX is on another level. At the time of Facebook’s IPO, CEO Mark Zuckerberg had the ability to control 56% of the voting power. For Musk at SpaceX, that number is above 82%.

Musk is certainly not alone in seeing a financial windfall from SpaceX’s IPO.

The offering pushed Alphabet’s stake past the $100 billion mark, after the company invested about $900 million in SpaceX in 2015. Valor Equity Partners, run by longtime Musk pal Antonio Gracias, is sitting on a stake worth over $80 billion, mostly owned by the firm’s clients.

In addition to the institutional investors, the IPO reportedly minted some 4,400 millionaires among the ranks of current and former SpaceX employees.

The stock sale was led by Wall Street heavyweights Goldman Sachs and Morgan Stanley, along with help from Bank of America, Citigroup, JPMorgan Chase and a long roster of other big banks and boutique firms. Underwriters gained access to additional shares, or their greenshoe overallotment, on one colorful condition.

“Only if the bankers all wore green shoes,” venture capitalist Steve Jurvetson, who invested in SpaceX in 2009, wrote in a post on X. Jurvetson included a photo of green and white Nike sneakers decorated with the company’s logo.

Throughout the morning, some of Musk’s top investors and good friends joined CNBC to talk about the historic event. Gracias was one of the guests.

The Valor founder and CEO said he met Musk more than 20 years ago through mutual friend David Sacks, a venture capitalist who until recently served as President Donald Trump’s AI and crypto czar. Gracias said he invested in PayPal “in the old days,” when Musk and Sacks were among the founding crew, and put early money into Tesla and SpaceX. In both cases, he said his firm worked “on hard problems to try and help these companies succeed.”

Gracias’ relationship with Musk extends beyond business. He spent some time last year working with Musk as part of the Trump Administration’s DOGE effort to slash the federal workforce, regulations and government spending. Gracias also previously sat on the boards of Tesla and other Musk companies. As for SpaceX, Gracias said he plans to hold onto the stock “as long as I possibly can.”

Sequoia partner Shaun Maguire, whose firm invested in SpaceX in 2019, called Musk a “generational entrepreneur,” likening his planned delivery of the Starship launch vehicle to the introduction of railroads. He said he was confident the company could be generating hundreds of billions of dollars in revenue in 2030.

Maguire said Sequoia will distribute some shares to investors “if we feel like the valuation is way ahead of its skis,” but said that, “as an individual, I’m going to hold my shares forever.”

“I love the incredible people of SpaceX beyond words,” he wrote.

WATCH: Cramer: Never has an IPO captivated Wall Street as much as SpaceX

When the U.K. announced its AI Opportunities Action Plan — a grand blueprint to deploy the tech across society — in January, Prime Minister Keir Starmer declared the strategy would make the country an “AI superpower.” 

One of the key pillars of this plan was a rapid buildout of data centres capable of providing the huge compute requirements for the rollout of AI. This would be driven by “AI growth zones” — designated areas with relaxed planning permission and improved access to power. 

Nearly one year on, and Nvidia, Microsoft, and Google have all committed billions of dollars to AI infrastructure in the country. Four AI growth zones have been unveiled, and homegrown startups like Nscale have emerged as key players in the space. 

But critics point to heavily restricted access to energy via the national grid and slow-moving buildouts as signs the country is at risk of lagging further behind global rivals in the AI race. 

“Ambition and delivery are not yet aligned,” Ben Pritchard, CEO of data center power supplier AVK, told CNBC. 

“Growth has been held back largely by constraints around power availability. Grid bottlenecks, in particular, have slowed the pace of development and mean the U.K. is not yet deploying infrastructure quickly enough to keep pace with global competitors.”

LONDON — Increasingly many financial services firms are touting the benefits of artificial intelligence when it comes to boosting productivity and overall operational efficiency.

Despite bold statements, a lot of companies are failing to produce tangible results, according to Edward J Achtner, the head of generative AI for U.K. banking giant HSBC.

“Candidly, there’s a lot of success theater out there,” Achtner said on a panel at the CogX Global Leadership Summit alongside Ranil Boteju — a fellow AI leader at rival British bank Lloyds Banking Group — and Nathalie Oestmann, head of NV Ltd, an advisory firm for venture capital funds.

“We have to be very clinical in terms of what we choose to do, and where we choose to do it,” Achtner told attendees of the event, held at the Royal Albert Hall in London earlier this week.

Achtner outlined how the 150-year-old lending institution has embraced artificial intelligence since ChatGPT — the popular AI chatbot from Microsoft-backed startup OpenAI — burst onto the scene in November 2022.

The HSBC AI leader said that the bank has more than 550 use cases across its business lines and functions linked to AI — ranging from fighting money laundering and fraud using machine learning tools to supporting knowledge workers with newer generative AI systems.

One example he gave was a partnership that HSBC has in place with internet search titan Google on the use of AI technology anti-money laundering and fraud mitigation. That tie-up has been in place for several years, he said. The bank has also dipped its toes deeper into genAI tech much more recently.

“When it comes to generative artificial intelligence, we do need to clearly separate that” from other types of AI, Achtner said. “We do approach the underlying risk with respect to generative very differently because, while it represents incredible potential opportunity and productivity gains, it also represents a different type of risk.”

Achtner’s comments come as other figures in the financial services sector — particularly leaders at startup firms — have made bold statements about the level of overall efficiency gains and cost reductions they are seeing as a result of investments in AI.

Buy now, pay later firm Klarna says it has been taking advantage of AI to make up for loss of productivity resulting from declines in its workforce as employees move on from the company.

It is implementing a company-wide hiring freeze and has slashed overall employee headcount down to 3,800 from 5,000 — a roughly 24% workforce reduction — with the help of AI, CEO Sebastian Siemiatkowski said in August. He is looking to further reduce Klarna’s headcount to 2,000 staff members — without specifying a time for this target.

Klarna’s boss said the firm was lowering its overall headcount against the backdrop of AI’s potential to have “a dramatic impact” on jobs and society.

“I think politicians already today should consider whether there are other alternatives of how they could support people that may be effective,” he said at the time in an interview with the BBC. Siemiatkowski said it was “too simplistic” to say AI’s disruptive effects would be offset by the creation of new jobs thanks to AI.

Oestmann of NV Ltd, a London-based firm that offers advisory services for the C-suite of venture capital and private equity firms, directly touched on Klarna’s actions, saying headlines around such AI-driven workforce reductions are “not helpful.”

Klarna, she suggested, likely saw that AI “makes them a more valuable company” and was consequently incorporating the technology as part of plans to reduce its workforce anyway.

The result Klarna is seeing from AI “are very real,” a Klarna spokesperson told CNBC. “We publicize these results because we want to be honest and transparent about the impact genAI is having in the real world in companies today,” the spokesperson added.

“At the end of the day,” Oestmann added, as long as people are “trained appropriately” and banks and other financial services firm can “reinvent” themselves in the new AI era, “it will just help us to evolve.” She advised financial firms to pursue “continuous learning in everything that you do.”

“Make sure you are trying these tools out, make sure you are making this part of your everyday, make sure you are curious,” she added.

Boteju, chief data and analytics officer at Lloyds, pointed to three main use cases that the lender sees with respect to AI: automating back office functions like coding and engineering documentation, “human-in-the loop” uses like prompts for sales staff, and AI-generated responses to client queries.

Boteju stressed that Lloyds is “proceeding with caution” when it comes to exposing the bank’s customers to generative AI tools. “We want to get our guardrails in place before we actually start to scale those,” he added.

“Banks in particular have been using AI and machine learning for probably about 15 or 20 years,” Boteju said, signaling that machine learning, intelligent automation and chatbots are things traditional lenders have been “doing for a while.”

Generative AI, on the other hand, is a more nascent technology, according to the Lloyds exec. The bank is increasingly thinking about how to scale that technology — but by “using the current frameworks and infrastructure we’ve got,” rather than by moving the needle significantly.

Boteju and Achtner’s comments tally with what other AI leaders of financial services have said previously. Speaking with CNBC last week, Bahadir Yilmaz, chief analytics officer of ING, said that AI is unlikely to be as disruptive as firms like Klarna are suggesting with their public messaging.

“We see the same potential that they’re seeing,” Yilmaz said in an interview in London. “It’s just the tone of communication is a bit different.” He added that ING is primarily using AI in its global contact centers and internally for software engineering.

“We don’t need to be seen as an AI-driven bank,” Yilmaz said, adding that, with many processes lenders won’t even need AI to solve certain problems. “It’s a really powerful tool. It’s very disruptive. But we don’t necessarily have to say we are putting it as a sauce on all the food.”

Johan Tjarnberg, CEO of Swedish online payments firm Trustly, told CNBC earlier this week that AI “will actually be one of the biggest technology levers in payments.” But even so, he noted that the firm is focusing more of the “basics of AI” than on transformative changes like AI-led customer service.

One area where Trustly is looking to improve customer experience with AI is subscriptions. The startup is working on an “intelligent charging mechanism” that would aim to figure out the best time for a bank to take payment from a subscription platform user, based on their historical financial activity.

Tjarnberg added that Trustly is seeing closer to 5-10% improved efficiency as a result of implementing AI within its organization.

After a successful 2024 Olympics and Paralympics in Paris, the bar has been set high for the next summer Games in Los Angeles in 2028, something that key stakeholders in that event say the city will be ready for.

Los Angeles Mayor Karen Bass told CNBC’s Andrew Ross Sorkin at CNBC x Boardroom’s Game Plan sports business event on Tuesday that what is making her anxious is “all that we need to do in our city to prepare” for the 2028 Games. However, she said that much like the last time Los Angeles hosted the Olympics in 1984, she believes the city will not only improve to host the Games but will benefit once they are over.

That includes work on public transportation. Bass said she is hoping there will be “no cars to the venues,” and that viewers will take public transportation to the Games — a pledge that will require an investment in both bus and subway infrastructure, as well as collaboration with other cities to borrow buses.

Bass said the city is also doing “whatever we can to eliminate street homelessness,” including building more than 18,000 new units for the unhoused population.

Bass said there will also be discussions with companies in Los Angeles around work schedules to shift employees to remote work during periods of high traffic, as well as find ways to shift truck deliveries into the night, like what happened during the 1984 Games.

“I think there is a way we can organize the region so that traffic will be less and manageable,” Bass said.

LA 2028 President Casey Wasserman attended the Paris Games, an event that he told Ross Sorkin “reminded people why they fall in love with the Olympics,” and one he said organizers will look to build upon in Los Angeles.

While no new permanent venues will be built for the Los Angeles Games, the first time in Olympics history, there are some challenges in utilizing all the city’s landmarks in the way Paris was able to feature famous locations like the Eiffel Tower by hosting beach volleyball nearby. Wasserman said Los Angeles got a glimpse of that with the Olympic Torch handover ceremony, when Tom Cruise scaled the Hollywood Sign and the Olympic Rings replaced the “OO”‘s in the sign — which Wasserman noted was done with CGI.

“That’s obviously a longer, complicated conversation,” Wasserman said of altering the Hollywood Sign for the Games. “But I think it’s a pretty spectacular opportunity if there was a way to do it.”

Actress Jessica Alba, who is on the Los Angeles 2028 board of directors, said the Games will present all different aspects of the city’s culture, from Hollywood to fashion to food, as “a global platform to showcase what they got.”

“LA is a main character,” Alba said. “We want it to be a main character during the Olympics.”

Disclosure: CNBC parent NBCUniversal owns NBC Sports and NBC Olympics. NBC Olympics is the U.S. broadcast rights holder to all Summer and Winter Games through 2032.